Originally published on April 23, 2018

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This is the 17th article in the Profiles in Knowledge series featuring thought leaders in knowledge management. Bob Buckman is one of the very few corporate CEOs to directly champion knowledge management, write about it, and actively participate in KM professional organizations such as APQC.

Bob attended my presentation on communities at the APQC KM Conference in Houston last week. After the session, he was very complimentary about my work. I told him that when I tell stories of how executives can lead by example for knowledge management, I talk about how he would write notes to people in his company asking them “what knowledge have you shared with your colleagues today?” I was quite honored by Bob’s praise, as I consider him one of the great leaders in our field.

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Section 1: Profiles

  1. Honorary Degrees from Asbury Theological Seminary, North Carolina State University, Furman University, Rhodes College and Christian Brothers University
  1. Bob is one of the acknowledged ‘fathers of modern knowledge management’, an undisputed pioneer of ‘knowledge sharing’ and the winner of numerous prestigious ’KM’ Awards and Accolades during the 1990s. From 1977–2000 he was the Chief Executive of Buckman Laboratories, a highly successful global player in the speciality chemicals markets, a period during which the company became renowned for its success in establishing effective knowledge sharing across its 1500+ workforce and its operations across over 80 countries around the world. Buckman Labs, which celebrated its 60th Anniversary in 2005, has itself won a veritable string of Awards including 8 prestigious ‘MAKE’ (Most Admired Knowledge Enterprise), three of these as acknowledged #1 knowledge sharing enterprise globally.
  1. For 22 years Robert H. Buckman served as CEO and Chairman of the Board of Bulab Holdings, Inc. (the holding company of Buckman Laboratories in Memphis Tennessee) retiring in December 2000. He later served as Chairman of the Board of Tioga Holdings, Inc. and Applied Knowledge Group, Inc., both in Reston, Virginia.

Section 2: Articles about Bob

1. KM’s father figure: Robert Buckman by Jeff Angus — “When you build that kind of company, you have to do it on a basis of trust or you create no value. If you hire the right people, 99.9 percent of them want to do the right thing. And when that’s the case, you don’t design systems on the basis of the 0.1 percent who don’t. Open systems make the smoke blowers obvious, and they soon disappear. The problem with so many organizations is they’ve become involved in command and control and they’re too afraid to be able to benefit. Chaos makes serendipity.”

2. 1999 Competitive Advantage Optimas Award Profile Buckman Laboratories International, Inc. by Brenda Sunoo — It was known as The List, a weekly report that went straight to the top. Bob Buckman, CEO of Memphis-based Buckman Laboratories Inc., only wanted to know one thing: Which employees were not going online? To those whose names appeared, Buckman sent friendly messages (read “executive reminders”) through the internal network: “How’s your computer working?” “Have you been on vacation?” “Have you been sick?”

3. Knowledge Management Case Study: Buckman Laboratories by W. E. Fulmer, Harvard Business School Case Study 9–800–160. October 1, 1999.

Did Bob Create a Knowledge Processing Strategy to Match His Business Goals?

Bob Buckman did create a knowledge processing strategy to match his business goals. Bob realized that he was not selling chemicals; he was selling people and their problem solving expertise. Customer relationship management, the building and maintaining of customer relationships, was his main driving force. His organization ran intelligently because he invested in his human capital. He crossed the line of the traditional organizational structure by giving more power and responsibility to the people. The lines of the chains of command were distorted in order to create a more dynamic environment. Now, all employees could share their knowledge across the organization versus sending it down the branches of management. This innovative move saved time and money by getting the message straight on the table versus waiting for the information to flow down the levels of management. To motivate his employees to participate — Buckman gave out incentives for valuable knowledge sharing efforts.

Bob did more than just give more power to the people. Goals were set beyond the initial knowledge sharing efforts. Buckman Laboratories set sight on their goals and successfully conquered them. There were aggressive efforts to increase the sales force and the sales of products less than five years old. The initial goal of 25% of employees being in the sales force was greatly surpassed when it reached 65% in 1992. By the company adapting a 3M initiative to increase sales of products less than five years old, sales rose from an initial 14% to 33% with the implementation of K’Netix.

What Did Bob Do to Fill the Knowledge Gaps?

Bob wanted more than just a multinational language; he envisioned a global corporation. The initial efforts for the company’s code of ethics exemplified Buckman’s strong emphasis on efficient and effective knowledge sharing throughout the world. To unify corporation, a foundation had to be built to bring the parts together as a whole. There was a strong need for the organizational culture to be universal. The first line in the Mission Statement sums it up best –

“Because we are separated — by many miles, by diversity of cultures and language — we at Buckman need a clear understanding of the basic principles by which we will operate our company.”

The most crucial gaps in this customer-driven company were the knowledge sharing limitations due to real time and real place. At that point, the knowledge transmission process was costly and inefficient. Buckman realized his company’s weakness, which in turn, was the driving motivation behind a new knowledge transfer system. The system would be the key to getting the organization up to speed with its markets, products, and services. It would reduce the number of transmissions of knowledge to one, give everyone in the company access to the knowledge base, and allow each individual to contribute 24 hours / 7 days a week. In 1992, K’Netix was born and the Knowledge Transfer Department was developed to maintain this system.

What Kinds of Knowledge was Bob Interested in ‘Managing’?

Bob was interested in the conversion of tacit knowledge (sales force interactions with customers, company’s operations) to explicit knowledge (centralized depository where information is shared). K’Netix had been his answer for implementing this conversion. It had been created as easy to use as possible with around 80% of the workforce not having any technical background. This change was not initially accepted throughout the organization. In the beginning, the employees were not willing to trust this new system. The information being shared across the individuals, groups, and the organization brought need for a new management approach. The system was a significant change in culture — the employees had to embrace K’Netix for it to work. Once adapted, it did significantly foster the spread of knowledge across Buckman Laboratories.

Which Components of the Knowledge Life Cycle Do You See in Bob’s Attempt to Reform the Company?

Bob’s Knowledge Management movement covered almost all of the phases of the Knowledge Life Cycle. K’Netix was a real time knowledge production and knowledge validation environment in itself. Employees at all levels could formulate new organizational knowledge claims and review their peers’ claims. Sysops, the monitoring service for K’Netix, was hired for both the knowledge validation and the information acquisition phased. They censored the efficiency and effectiveness of the information being posted. They provided the most input for what organizational knowledge claims would move to the knowledge integration phase. The individual and group learning phase came during the development of the Learning Center.

Was the Buckman Labs Knowledge Management Effort a Success?

Buckman Labs knowledge management effort was a success. Every goal Bob set was accomplished. Every obstacle he encountered was addressed and ignited him to continuously improve his organization. He was relentless in his knowledge management efforts and although the results can not be accurately measured — great tangible results came from these efforts.

K’Netix was created and successfully adapted. His sales force increased far past his original goal. The sale of products less than five years old surpassed his original vision. Buckman Labs became an intelligently ran organization that valued its knowledge assets — information technology and human capital alike.

4. No Kidding, Cyberpunk Librarians! By Tom Peters

Buckman Labs, a $200 million (revenue) specialty chemical company based in Memphis, Tenn., has a market value that exceeds its hard-asset value by $175 million. CEO Bob Buckman suspects that sum comes from employee knowledge knocking around the system.

Pondering those figures led Buckman to an obsession with “520 connected brains available to work on any problem.” He juiced up spending on information technology, and in mid-1992 shifted all information activities to an aptly titled Knowledge Transfer Department. It aims to “provide easy and rapid access to Buckman Laboratories’ global knowledge bases and eliminate time and space constraints on communications.”

Buckman makes it clear that only those who get with the new program will succeed. “The most powerful individuals in the future of Buckman Labs,” he says, “will be those that do the best job of transferring knowledge to others.”

5. Bob Buckman on Knowledge Management Systems by Chris McGrath

  1. One transfer step in the transmission of ideas between individuals, to avoid distortion.

6. Buckman Labs Is Nothing but Net by Glenn Rifkin

Buckman Labs makes chemicals — but it sells knowledge. The challenge: invent a way for the global salesforce to spend more time with customers and share its brainpower.

Buckman and his people began treating knowledge as their most critical corporate asset in 1992. As a result, Buckman Labs has become a Mecca for other companies looking for “how-to” lessons in the art and science of knowledge management.

“You can’t really understand the transformation that has happened until you come in here,” drawls Bob Buckman, the company’s 58-year-old CEO and resident knowledge visionary.

“The customer is most important,” he barks, sounding more like a southern football coach giving a half-time chalk-talk than a CEO. He draws an inverted pyramid with the customer at the top. “We need to be effectively engaged on the front line, actively involved in satisfying the needs of our customers.”

“We need to cut the umbilical cord,” he continues — a reference to the mainframe mentality that kept people tied to the office. Buckman rattles off the numbers. “If you work a 40-hour week, you’re in the office less than 25% of your time. If you travel 40% of the workweek, you’re in the office less than 15% of your time. And if you’re a salesperson, you’re in the office 0% of your time.”

Part techno-visionary, part hard-nosed businessman, Bob Buckman poses the challenge of competition in the knowledge-intensive ’90s: Close the gap with the customer. Stay in touch with each other. Bring all of the company’s brainpower to bear in serving each customer. “The real questions are,” says Buckman, “How do we stay connected? How do we share knowledge? How do we function anytime, anywhere — no matter what?”

The answer that Bob Buckman came up with was the knowledge network — K’Netix.

It came to him eight years ago, when he was flat on his back, confined to bed after rupturing his back. Unable to get up, unable even to sit up, Buckman propped a laptop computer on his belly and took dead aim on the real power of knowledge.

“Lying there thinking how isolated I was,” says Buckman, recalling his two weeks in bed. “I got to thinking about what I wanted.”

What he wanted was information, not just for himself but for all his people, a steady stream of information about products, markets, customers. And he wanted it to be easily accessible, easily shared. A relentless student of business and management writing, he had recently read a comment from Jan Carlzon, the former head of SAS, and it had struck a chord with him: “An individual without information cannot take responsibility; an individual who is given information cannot help but take responsibility.”

“If you can’t maximize the power of the individual, you haven’t done anything,” Buckman thought. “The basic philosophy is, How do we take this individual and make him bigger, give him power? How? Connect him to the world.”

On his laptop, Buckman wrote his ideal knowledge transfer system:

  • It would make it possible for people to talk to each other directly, to minimize distortion.

Such a system, he realized, would mean a cultural transformation. It would mean turning the company upside down.

Which was precisely what he wanted to do — and had wanted to do since 1961 when he’d joined the company his father had founded. With a degree in chemical engineering from Purdue University and an MBA from the University of Chicago, Buckman had long been fascinated by organizational dynamics and the potential for change that computers had created.

From Bob Buckman’s vantage point, it is impossible to put a dollar figure on the value of the knowledge network. It is simply fundamental to the way the company does business, intrinsic to its operation and embedded as an expression of the company’s value system. Looking back, Buckman says that incorporating the knowledge transfer system into a corporate culture is at least a three-year process. “The first year they think you’re crazy. The second year they start to see, and in the third year you get buy-in,” says Buckman. “What you need is persistence. This whole thing is a journey.”

7. KM Best Practices

  • “We should use our systems for communication to share our tacit and explicit knowledge as widely as possible so that no individual will stand alone in the face of competition, but will always have the full global force of the company behind them.”

8. Knowledge Management from a Socio-Technical Perpective: A Case Study of Buckman Laboratories by Shan L Pan and Harry Scarbrough

In 1989, Bob Buckman made a personal pledge that knowledge would become the foundation of his company’s competitive edge. Three years later, the implementation of the K’Netix® knowledge network marked the realization of Buckman Laboratories’ vision.

Top management were clearly proactive in changing culture within the organization. According to Bob Buckman; “What happens in Buckman is 90% cultural change. After the K’Netix system was put in place, a new organizational culture change seemed essential. The culture that Buckman created began with a process of “re-learning”. Under a new paradigm of organizational culture, Buckman believed strongly that employees who shared their knowledge would be the most influential and would be sought by others within the company.

Bob Buckman recognized trust as one of the company’s core values. “For knowledge-sharing to become a reality, you have to create a climate of trust in your organization. You cannot empower someone that you do not trust and who does not trust you.” A code of ethics that values the individual is solidly at the core of the learning mindset. In addition, Buckman constantly reinforces the points that provide knowledge to the customer service. The aim is to deploy knowledge at the point of sale for the benefit of the customer. “We need to invest in knowledge sharing like any other investment that will redefine an organization”. Indeed, many associates at Buckman Laboratories credit him with the foresight to have managers “thinking ahead five to ten years rather than 60 days”

Section 3: APQC

1. APQC’s Board of Directors

2. Interview by Carla O’Dell as part of the “Big Thinkers, Big Ideas” series

3. Knowledge Management at Buckman

4. APQC KM & Innovation 2007 — A Conversation with Bob Buckman from Buckman Laboratories by Luis Suarez — Bob shared one of the best quotes I have heard, read, seen ever on what Knowledge Sharing is all about: “Don’t be afraid to share what you know, because you know it better than anyone else!”

5. Do People Trust Your KM Program?

Buckman held face-to-face meetings around the globe where people shared what was important to them, and he invited every employee. When the final set of shared principles came out, everyone could say, “I see myself in that. They asked me.” Bob says, “That’s what I see as missing in most KM operations today. They don’t go through the effort to build a value system for sharing knowledge. They don’t create a system where everybody is comfortable buying into the values.”

The values, which focus on treating others with dignity and respect, have been integrated into the company’s code of ethics and have become a foundation for closer global collaboration. They include:

  1. That the company is made up of individuals — each of whom has different capabilities and potentials — all of which are necessary to the success of Buckman.

6. Why KM Is More Fun Than Restructuring

The Knowledge that resides in the heads of your people is the most dynamic asset that you have. It is always changing, always growing in both quantity and quality. A key question is how should it move to satisfy the needs of the organization? Because it is this dynamic movement that results in new value creation.

In a typical Command and Control Structure knowledge moves up and down the organization in a sequential manner from one person to another. But this movement creates its own problems.

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Knowledge deteriorates as it moves through different individuals in a sequential manner. Information is gathered on the front line, passed to some manager so that he can put his perception on the situation and so forth up the line, going from inbox to inbox until it gets to some guru somewhere, who puts his infinite wisdom on the situation and sends it back to the front line. No wonder there is confusion. In addition, this sequential communication model is a very slow process. While we cannot eliminate the command and control management structure in most organizations, we can poke holes in the silos and establish a networked model of collaboration.

Section 4: AOK Star Series, January 2003 — Preparing for Conversations with Bob Buckman: Road from Command and Control to Knowledge Sharing


We are fortunate to have with us in the January 2003 session of the STAR Series Dialogues, Bob Buckman, whose personal business philosophies and leadership played a major role in bringing credibility to what would eventually be known as Knowledge Management.

Buckman Laboratories has been a leading manufacturer of specialty chemicals for aqueous industrial systems and other more recent for over 50 years. In 1978, at the age of 69, founder and CEO Dr. Stanley Buckman died of a heart attack in his office. His son, Robert (Bob), who had joined the company in 1961 after earning a degree in chemical engineering from Purdue University and a MBA from the University of Chicago, became the new chairman and CEO.

Founded in 1945, the company, from its beginning, emphasized its abilities to create and manufacture innovative and unique solutions for the control of the growth of microorganisms in customer processes.

During the decade of the 1950s, the company’s customer base expanded to include the leather, paint, sugar processing, agriculture, paint, coatings and plastics industries. In the 1960s new manufacturing and sales companies were formed in Mexico and Belgium. This expansion was followed in the 1970s with the opening of sales and manufacturing companies in South Africa and Brazil and a sales company in Australia. New products were introduced for water treatment, ranging from swimming pools to fresh water, and a new international headquarters housing all corporate activities, including Research and Development, were built in Memphis, Tennessee, US.

The timing of Bob’s assumption of leadership at Buckman was fortuitous, because it came as business enterprise was to begin a revolutionary transition from the Industrial Age to the Knowledge Age. From the beginning of his leadership, Bob wanted to change the way the company operated. As he put it, “We were getting our lunch eaten. We were a multinational organization and needed to be a global organization.”

He also wanted to change the management style of the organization. “I knew I didn’t want to do it Dad’s way. Every single business decision had to be approved by my father. I thought, this is too much work.” Even though the company had adopted the slogan “Creativity For Our Customers” in the 1960s, Bob was convinced that the company was too product-driven. The company now sought to become “customer-driven.”

This shift reflected Bob’s belief that “cash flow is generated on the front line with customers, by associates who have built relationships of continuity and trust, face to face with the customer, one individual with another, over a significant length of time.”

Today, Bob Buckman has turned the helm of Buckman Laboratories to another family member, but is far from retired. He travels the world sharing his knowledge about knowledge enterprise. That’s what he will be doing during his two weeks — January 20–31 — in the STAR Series Dialogues.

Case Studies

Bob Buckman is not a preacher of favorite theories. He is a practical man with practical experience based on his own personal philosophies and experience which happen to be very like those of KM theorists and practitioners. Accordingly, Bob has declined to pick a “favorite topic” or thread to begin our Conversations. He wants the members to pick.

But here are three Harvard case studies that should get the conversation going.

1. Virtual Teaming Using Buckman’s K’Netix

If you can’t maximize the power of the individual, you haven’t done anything. If you expand the ability of individual members of the organization, you expand the ability of the organization.

— Bob Buckman

A major Buckman customer in Australia announced plans to commission a new alkaline fine paper machine in 1998. Not only was it always attractive to get “start-up” business but this particular machine tended to use more chemicals than most paper machines. In addition, the customer’s tender was broken into two areas machine hygiene and retention and they wanted one company to provide both. Buckman was a world leader in the area of machine hygiene but had no experience with alkaline fine paper. In fact, the on site person in Australia was young and only had a few years of general experience.

Furthermore, Buckman was not a dominant player anywhere in the world in retention, especially for alkaline fine paper machines. Peter Lennon, national sales manager for Australia, and Maria Conte, Area Sales Manager, knew that unlike all of their competitors they could not put together a physical team to work on the proposal so they decided to try a “virtual” global team. Maria sent out a call via K’Netix the Buckman Knowledge Network for help answering very specific questions. She received responses from more than 30 associates worldwide. From that group a team of 10 people from Asia, Africa and North America (U.S. and Canada) agreed to commit to the project on a continuous basis.

Buckman won the contract.

Bob Buckman considered K’Netix to be “the greatest revolution in the way of doing business we have seen in our lifetime.” He attributed much of the company’s 250% sales growth (over $300 million in 1998) in the past decade and high percentage of sales from products less than five years old (34%+) to knowledge sharing. $7,500 per person per year to implement K’Netix was a significant investment for a company the size of Buckman Laboratories. Yet, over the past five years the company had been able to keep net income in the 3 to 6% range, operating income from 7 to 10.5% and gross profits from 52 to 55%, in spite of worldwide currency fluctuations.

By early 1999, however, there were growing financial pressures. In the words of one Buckman executive, “our three target industries are in the tank.” With price pressures in all market segments some executives were starting to question whether the value Buckman Laboratories added with K’Netix made sense. According to one, “Is it ill timed?”

2. Culture, Language = Multiple Forums

As we have eliminated the technical barriers to communication and the sharing of the tacit knowledge of the company across time and space, we have run square up against the cultural barriers to this process. That has resulted in multiple forums.

I understand the frustration of some of our associates about the time it takes to keep up with multiple forums. This is particularly true now that the volume of sharing has increased. However, we have to keep in mind what is important. It is not convenience or some grand scheme to have one world, but the sharing of the tacit knowledge of the organization across time and space that is important. We have to continually look for ways to improve this process. To do this, we have to address the cultural barriers to communication across time and space.

We have had as one of our (desired) characteristics of an ideal system for a long time now, the free flow of ideas unrestricted by language. Each individual would use the language of their choice and anything received by them would be in that language. Also anything sent to someone else in the organization would be received by that other associate in their language.

We do not have such a system yet, but we would like one. It is not as simple as saying everything should be in English, because a majority of our associates have this as their primary language. That works for us in the US, but does not work for the rest of our associates. If you want to understand what it is like to communicate in another language, then visit the Foro Latino and try and share your innermost thoughts on a technical question. The fact that someone can speak English to some degree does not make for good written communication.

We have to recognize that this is a barrier that we have not been able to cross. We have not forgotten about it, though. We are working on it. How do you encourage communication across a diverse group of associates?

3. Virtual Trust with Customers

One element of Buckman Laboratories’ new strategy of customer intimacy was to explore more aggressively the potential contained within its’ customer forums. One idea was to allow a specific customer’s employees worldwide to communicate among themselves and with those Buckman associates with whom they interacted.

Each company would be allocated one section, with both parties responsible for nominating those of their respective associates who could have access to the section. Associated with each customer section would be a related “Buckman only” section where those Buckman associates who interacted with the customer could discuss some things privately.

Bob Buckman hoped to build “virtual trust” not only with employees but customers. In his view “the climate of trust that fosters proactive knowledge sharing within the company is the same climate that we want to create with our customers.” Everyone recognized that it would be a big challenge to get some customers involved in the new way. According to one associate, “Customers are scared of security and losing trade secrets. Their own mills don’t even talk to each other.”

Section 5: Article and Panel

Section 6: Presentations

Section 7: Videos

Section 8: Books

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Appendix: Knowledge Nurture — Buckman’s website for Knowledge Sharing, developed and maintained by Melissie Rumizen

Our goal is to establish a resource to help people learn about knowledge sharing. Our audience is not only our customers and our associates within Buckman Laboratories, but also the worldwide knowledge management community — practitioners, newcomers, academics, students, and thinkers.

  1. Getting Started: A beginner’s reference for learning about knowledge management

1. Getting Started: A beginner’s reference for learning about knowledge management


  • “Knowledge is information that is relevant, actionable, and at least partially based on experience.” Dorothy Leonard

Books / Articles

  • Building a Knowledge-Driven Organization by Robert H. Buckman

2. Buckman awards and recognition

  • 2009 Ranked 42nd in Training Magazine’s Top 125 training organizations (USA and international)

3. Buckman Resources: Papers, articles, and presentations written by or about Buckman Laboratories

Culture — Collaboration — Innovation

Taking Knowledge Sharing to the Next Level

Buckman Laboratories Knowledge Sharing: Past, Present and Future

Buckman Laboratories: Knowledge Sharing Overview

Buckman Laboratories Learning Center

  • Author: Sheldon Ellis

Buckman Laboratories: Customer Case Study

Building a Knowledge-driven Organization

  • Author: Robert H. Buckman

Case Study: Buckman Laboratories and KM

Creating a Collaborative Environment: The Human Element

Leader of the Pack

  • Author: Melissie Rumizen

The Complete Idiot’s Guide to Knowledge Management

  • Author: Melissie Clemmons Rumizen

The Knowledge: Melissie Rumizen

The Evolution of Information Technology at Buckman Laboratories

The Evolution of KM at Buckman Laboratories

  • Authors: Melissie Rumizen, Sheldon Ellis

The Innovators

4. References: A library of articles, websites and tools



Business Process Benchmarking: Finding and Implementing Best Practices

  • Author: Robert C. Camp

Benchmarking: The Search for Industry Best Practices that Lead to Superior Performance

  • Author: Robert C. Camp

Benchmarking for Best Practices: Winning through Innovative Adaptation

  • Authors: Christopher Bogan, Michael English

Knowledge sharing: moving away from the obsession with best practices

  • Author: Peter Holdt Christensen

Learning to Fly


Buckman Laboratories Learning Center

  • Author: Sheldon Ellis

Buckman Laboratories: Customer Case Study

Building a Knowledge-driven Organization

  • Author: Robert H. Buckman

Case Study: Buckman Laboratories and KM

Creating a Collaborative Environment: The Human Element

Leader of the Pack

  • Author: Melissie Rumizen

The Complete Idiot’s Guide to Knowledge Management

  • Author: Melissie Clemmons Rumizen

The Knowledge: Melissie Rumizen

The Evolution of Information Technology at Buckman Laboratories

The Evolution of KM at Buckman Laboratories

  • Authors: Melissie Rumizen, Sheldon Ellis

The Innovators

  • Published in Paper 360°, January 2007


Annotation for Knowledge Sharing in a Collaborative Environment

  • Author: Charles Abiodun Robert

Assessing KM Technology Choices

Eight Ways to Build Collaborative Teams

Fusing Learning and Knowledge at the St. Paul Companies

Living Networks

Mastering Virtual Teams: Strategies, Tools and Techniques That Succeed

  • Authors: Deborah Duarte, Nancy Snyder

Seven Basic Concepts of Design for Creating Collaborative Spaces

The Future of Knowledge

  • Author: Verna Allee

The Secrets of Great Groups

Trust and Betrayal in the Workplace

  • Authors: Dennis Reina, Michelle Reina

Wikinomics — How Mass Collaboration Changes Everything

  • Authors: Don Tapscott and Anthony D. Williams


A Systematic Framework for Analysing the Critical Success Factors of Communities of Practice

  • Authors: Enrico Scarso, Ettore Bollsani, Luigi Salvador

An integrative model for knowledge sharing in communities-of-practice

  • Authors: Suhwan Jeon, Young-Gui Kim, Joon Koh

Antecedents of Knowledge Sharing in Communities of Practice

  • Author: Katja Zboralski

Balancing Act: How to Capture Knowledge Without Killing It

Building Trust in an Online Community

Communities of Practice: A Model for Their Cultivation

Communities of Practice: The Organizational Frontier

Communities of Practice

  • Author: Etienne Wenger

Community Building on the Web: Secret Strategies for Successful Online Communities

Creating communities of practice: scoping purposeful design

  • Authors: Ben Iaquinto, Ray Ison, and Robert Faggian

Cultivating Communities of Practice

  • Authors: Etienne Wenger, Richard McDermott, Bill Snyder

Designing and Managing Business Communities of Practice

  • Authors: Mariano Corso, Andrea Giacobbe and Antonella Martini

Enabling Knowledge Creation

  • Authors: Georg von Krogh, Kazuo Ichijo, Ikujiro Nonaka

Learning Ecology, Communities, and Networks

Learning to Fly

  • Authors: Chris Collison, Geoff Parcell

Leveraging Communities of Practice for Strategic Advantage

  • Authors: Hubert Saint-Onge, Debra Wallace

Measuring Connectivity at Aventis Pharmaceuticals

  • Author: Doug Rush

Online Community Builders Purpose Checklist

Online Community Toolkit

Participation in intra-firm communities of practice: a case study from the automotive industry

  • Authors: Patricia Wolf, Sebastian Späth, Stefan Haefiliger

The Future of Knowledge

The People are the Company

Top Management Sponsorship to Guide Communities of Practice

  • Author: Stefano Borzillo

Website for CPSquare

Website for Etienne Wenger


Business Intelligence: The Intelligent Customer

CI FAQ Sheet

Competitive Intelligence

Competitive Intelligence: From Back Ops to Boardrooms — How Businesses Gather, Analyze, and Use Information to Succeed in the Global Marketplace

  • Author: Larry Kahaner

The Internet Age of Competitive Intelligence

  • Authors: John McGonagle, Carolyn Vella

The New Competitor Intelligence: The Complete Resource for Finding, Analyzing, and Using Information about Your Competitors

  • Author: Leonard M. Fuld

Website for the Society for Competitive Intelligence Professionals


Breaking the Code of Change

  • Edited by: Michael Beer, Nitin Nohria

Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout

  • Author: Eric Abrahamson

Cultural and Social Issues for Knowledge Sharing

  • Author: Franz Barachini

Debriefing Eric Abrahamson, Author of Change Without Pain: The Road to Better Recombination

Control Your Own Destiny or Someone Else Will

  • Authors: Noel Tichy, Stratford Sherman

Corporate Cultures: The Rites and Rituals of Corporate Life

  • Authors: Terrence Deal, Allan Kennedy

Enabling Knowledge Creation

  • Authors: Georg von Krogh, Kazuo Ichijo, Ikujiro Nonaka

Leading Transition: A New Model For Change

Living Networks

Managing at the Speed of Change

  • Author: Daryl R. Conner

Managing Transitions: Making the Most of Change

  • Author: William Bridges

Motivation, Incentives, and Organisational Culture

Organizational culture and knowledge creation capability

  • Authors: Dong Wang, Zhongfeng Su, Dongtao Yang

Organizational culture impact on knowledge exchange: Saudi Telecom context

  • Authors: Raid. M. Al-Adaileh and Muawad S. Al-Atawi

Organisational culture’s influence on tacit knowledge-sharing behavior

  • Visvalingam Suppiah and Manjit Singh Sandhu

Organizational culture and knowledge sharing: critical success factors

  • Authors: Adel Ismail Al-Alawi, Nayla Yousif Al-Marzooqi and Yasmeen Fraidoon Mohammed

Organizational Transitions

  • Authors: Richard Beckhard, Reuben T. Harris

Questioning the Conventional Wisdom: Culture-Knowledge Management Relationships

Shaping Knowledge Management: Organization and National Culture

  • Authors: Rmy Magnier-Watanabe, Dai Senoo

Storytelling in Organizations

  • Authors: Steve Denning, John Seely Brown, Larry Prusak, Kataline Groh

The Corporate Culture Survival Guide

  • Author: Edgar Schein

The Correlation Between Organizational Culture and Knowledge Conversion on Corporate Performance

  • Author: Shu-Mei Tseng

The Dance of Change

The Future of Knowledge

The Impact of National Cultures on Structured Knowledge Transfer

  • Authors: Jihong Chen, Peter Y. T. Sun, Robert J. McQueen

The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative

The New Corporate Cultures

  • Authors: Terrance Deal, Allan Kennedy

The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations

  • Author: Stephen Denning

Thinking for a Living: How to Get Better Performances and Results from Knowledge Workers

  • Author: Thomas H. Davenport

Trust and Betrayal in the Workplace

  • Authors: Dennis Reina, Michelle Reina

Uncovering Cultural Perceptions and Barriers During Knowledge Audit

  • Authors: Meira Levy, Irit Hadar, Steven Greenspan, Ethan Hadar


Buckman Laboratories Learning Center

  • Author: Sheldon Ellis

Buckman Laboratories: Customer Case Study

Cisco’s Quick Study

E-learning: Strategies for Delivering Knowledge in the Digital Age

  • Author: Marc Rosenberg

Fusing Learning and Knowledge at the St. Paul Companies

  • Authors: Erick Thompson, David Owent

The impact of knowledge sharing on organizational learning and effectiveness

  • Author: Jen-te Yang

Reinventing Training

Website for the American Society for Training and Development



Capturing Value from Knowledge Assets

  • Author: David J. Tecce

Case Study: Xerox Corporation

Complete Idiot’s Guide to Knowledge Management

  • Author: Melissie Clemmons Rumizen

Defining Knowledge Management

Developing Knowledge-Based Client Relationships

  • Author: Ross Dawson

Don’t Ask…Don’t Know

  • Author: William F. Hauserman

Journal of Knowledge Management

Knowledge and Knowledge Management

Knowledge Management Review

Knowledge Management

Learning From Mistakes

Peter Drucker on the Profession of Management

  • Author: Peter Drucker

Reconfiguring the Value Network

Sharing Leads to Abundance

Tempering Knowledge

The Coming of the New Organization

The Future of Knowledge

The Knowledge-Doing Gap: How Smart Companies Turn Knowledge into Action

  • Authors: Jeffrey Pfeffer, Robert I. Sutton

The Knowledge Creating Company

  • Authors: Ikujiro Nonaka, Hirotaka Takeuchi

The Knowledge Evolution: Building Organizational Intelligence

  • Author: Verna Allee

The Knowledge in Knowledge Management

The New Organizational Wealth: Managing & Measuring Knowledge-Based Assets

  • Author: Karl Erik Sveiby

The New Productivity Challenge

  • Author: Peter Drucker

The Sveiby Toolkit

Website for KMNetwork


Website for Knowledge Board

Website for Knowledge Management Advantage

Website for Verna Allee

What’s the Big Idea? Creating and Capitalizing on the Best New Management

  • Authors: Thomas H. Davenport, Laurence Prusak, and H. James Wilson


Assessing KM Technology Choices

  • Authors: Jeff Stemke, Melissie Rumizen

Generation and transfer of knowledge in IT-related SME’s

  • Authors: Laura Zapata Cantu, Josep Rialp Criado, and Alex Rialp Criado

Intranet Journal Website

KM World

Requirement for Knowledge Management: Business Driving Information Technology

The Evolution of Information Technology at Buckman Laboratories

The Promise of Peer Platforms

The Social Life of Information

  • Authors: John Seely Brown, Paul Druguid

WEB 2.0 Implications on Knowledge Management

  • Author: Moria Levy

Web 2.0 and the Empowerment of the Knowledge Worker

  • Author: Dirk Schneckenberg


An innovation perspective of knowledge management in a multinational subsidiary

  • Authors: Mirta Amalia and Yanuar Nugroho

Balancing Act: How to Capture Knowledge Without Killing It

Barriers to Innovation

  • Author: Colleen Walker

Creativity, Flow and the Psychology of Discovery and Invention

  • Author: Mihaly Csikszentmihalyi

The Innovation Imperative

  • Authors: Jacquelyn Danielle McNutt and Dan Cenatempo

The Innovator’s Dilemma

The Innovator’s Solution

Knowledge Effectiveness, Social Context, and Innovation

Living Networks

Macro process of knowledge management for continuous innovation

  • Authors: Jing Xu, Rémy Houssin, Emmanuel Caillaud, and Mickaël Gardoni

Overcoming cultural barriers for innovation and knowledge sharing

  • Authors: Juan C. Rivera-Vazquez, Lillian V. Ortiz-Fournier, and Felix Rogelio Flores

Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas

Six Thinking Hats

Strategic Management in the Innovation Economy: Strategic Approaches and Tools for Dynamic Innovation Capabilities

  • Authors: Thomas H. Davenport, Marius Leibold, and Sven C. Voelpel

The Role of Tacit Knowledge in Group Innovation

The Use of Tacit Knowledge within Innovative Companies: Knowledge Management in Innovative Enterprises

Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation

  • Author: Dorothy Leonard-Barton

When Sparks Fly

  • Authors: Dorothy Leonard, Walter Swap


Reconfiguring the Value Network

The ROI of Human Capital: Measuring the Economic Value of Employee Performance

  • Author: Jac Fitz-enz


Concept of “Ba”: Building a Foundation for Knowledge Creation

Develop Knowledge Activists!

  • Authors: Georg von Krogh, Ikujiro Nonaka, Kazuo Ichijo

Enabling Knowledge Creation

  • Authors: Georg von Krogh, Kazuo Ichijo, Ikujiro Nonaka

Facilitating new knowledge creation and obtaining KM maturity

  • Authors: Priscilla A. Arling and Mark W.S. Chun

Knowledge Creation Measurement Methods

  • Authors: Rebecca Mitchell, Brendan Boyle

Mystery of the unknown: revisiting tacit knowledge in the organizational literature

  • Authors: Fuat Oğuz and Ayse Elif Sengün

Reconfiguring the Value Network

The Fallacy of Knowledge Reuse: Building Sustainable Knowledge

  • Authors: Alex Bennet and David Bennet

The Knowledge-Creating Company

The Knowledge Creating Company

  • Authors: Ikujiro Nonaka, Hirotaka Takeuchi


Building a Learning Strategy for Leaders

Control Your Own Destiny or Someone Else Will

  • Authors: Noel Tichy, Stratford Sherman

Creative Leadership

In Praise of Followers

Knowledge Sharing in Organisational Contexts: a Motivation-based Perspective

  • Authors: Alice Lam, Jean-Paul Lambermont-Ford

Peter Drucker on the Profession of Management

  • Author: Peter Drucker

Sources of Power: How People Make Decisions

The Ecology of Leadership

The Influence of Employee Motivation on Knowledge Transfer

  • Authors: Natalia Martin Cruz, Victor Martin Perez, Celina Trevilla Cantero

The Mark of a Winner

Trust and Betrayal in the Workplace

  • Authors: Dennis Reina, Michelle Reina

Website for the Leader to Leader Foundation

Why Leaders Can’t Lead

  • Author: Warren Bennis


Beyond the Digital Divide: a Conceptual Framework for Analyzing Knowledge Societies

  • Authors: Ravi S. Sharma, Elaine W. J. Ng, Mathias Dharmawirya and Chu Keong Lee

Knowledge Creation Measurement Methods

  • Authors: Rebecca Mitchell, Brendan Boyle

Measuring Connectivity at Aventis Pharmaceuticals

  • Author: Doug Rush

Measuring Intangible Assets

Measuring Social Capital and Knowledge Networks

  • Author: Carol Webb

Measuring the Value of Knowledge Management

  • Author: Joanna Goodman

Solving the Knowledge-value Equation (Part One)

  • Author: Mark Clare

The Correlation Between Organizational Culture and Knowledge Conversion on Corporate Performance

  • Author: Shu-Mei Tseng

The Effect of Tacit Knowledge on Firm Performance

The New Organizational Wealth: Managing & Measuring Knowledge-Based Assets

  • Author: Karl Erik Sveiby


It’s Not What You Know, It’s Who You Know: Work in the Information Age

The Future of Knowledge

The People Who Make Organizations Go — Or Stop

  • Authors: Rob Cross, Laurence Prusak


Action Science: Concepts, Methods, and Skills for Research and Intervention

Balancing Act: How to Capture Knowledge Without Killing It

Buckman Laboratories: Customer Case Study

Capturing Value From Knowledge Assets

  • David J. Tecce

Common Knowledge: How Companies Thrive by Sharing What They Know

  • Author: Nancy M. Dixon

Communities of Practice

  • Author: Etienne Wenger

Concept of “Ba”: Building a Foundation for Knowledge Creation

Develop Knowledge Activists!

  • Authors: Georg von Krogh, Ikujiro Nonaka, Kazuo Ichijo

Foundations of Action Design

Getting It Right the Second Time

  • Authors: Gabriel Szulanski, Sidney Winter

Guidelines for Writing a Case

Learning Ecology, Communities, and Networks

Learning to Fly

  • Authors: Chris Collison, Geoff Parcell

On Organizational Learning

  • Author: Chris Argyris

The Fifth Discipline Fieldbook

  • Authors: Peter Senge, Charlotte Roberts, Rick Ross, Bryan Smith, Art Kleiner

The Fifth Discipline: The Art and Practice of the Learning Organization

  • Author: Peter Senge

The Living Company

  • Author: Arie DeGeus


Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Networks

  • Author: Wayne Baker

Managing Knowledge Means Managing Oneself

Social Networking in Academia


Global Ranking of Knowledge Management and Intellectual Capital Academic Journals

  • Authors: Alexander Serenko and Nick Bontis

Knowledge Communication and Translation — a Knowledge Transfer Model

  • Authors: Champika Liyanage, Taha Elhag, Tabarak Ballal and Qiuping Li

Knowledge Management Fieldbook

Knowledge Management

Website for Knowledge Board


Bowling Alone: America’s Declining Social Capital

  • Author: Robert D. Putnam

It’s Not What You Know, It’s Who You Know: Work in the Information Age

Optimal Knowledge Transfer Methods: a Generation X Perspective

  • Author: Debby McNichols

What is Social Capital?


An Introduction to Social Network Analysis

Introduction to Organizational Network Analysis

Leveraging Informal Networks in Knowledge Management

  • Authors: Maria Nirmala and Madhava Vemuri

The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

  • Authors: Rob Cross, Andrew Parker

Social Networking in Academia


The Four Truths of the Storyteller

Australian Storytelling Guild

Design as Storytelling

Storytelling in Organizations

  • Authors: Steve Denning, John Seely Brown, Larry Prusak, Kataline Groh

The Leader’s Guide to Storytelling: Mastering the Art and Discipline of Business Narrative

The Springboard: How Storytelling Ignites Action in Knowledge-Era Oganizations

  • Author: Stephen Denning

The Story Factor

  • Author: Annette Simmons

Three Metaphors, Two Stories and a Picture: How to Build Common Understanding to KM Through Metaphor

  • Author: David Snowden


A Virtual Team Toolkit

Checklist for Designing Online Community Events

Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed

  • Authors: Deborah Duarte, Nancy Snyder

Written by

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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